The Policy and Resources Cabinet Committee met on Tuesday 22 September 2026 to discuss the commissioning of an integrated domestic abuse programme, review departmental performance, and consider updates to the Asset Management Strategy. The committee endorsed the proposed procurement of new domestic abuse support services, noted performance reports for the Chief Executive's and Deputy Chief Executive's departments, and acknowledged revisions to the Asset Management Strategy.

Commissioning of an Integrated Domestic Abuse Programme

The committee considered the commissioning of an integrated domestic abuse programme, which includes the Kent Integrated Family Domestic Abuse Service (KIFDAS) and the Sanctuary Access For Eligible Residents (SAFER) Scheme. This programme aims to provide a coordinated, whole-system response to domestic abuse across Kent, improving access, consistency, and outcomes for victims, survivors, and their children. The proposal was endorsed, paving the way for procurement of these vital services.

The integrated domestic abuse programme is designed to replace existing fragmented services with a single, more efficient model. KIFDAS will offer a central referral hub, county-wide training, education, and awareness initiatives, and integrated safe accommodation and community-based support. The SAFER Scheme will continue to provide security measures and cyber-sanctuary support to help victims remain safely in their own homes. This approach is intended to be trauma-informed and partnership-led, strengthening support pathways and reducing demand on wider public services. The maximum contractual value for these services is estimated at £50.45 million over their potential duration, with funding expected from grants and partner contributions, not the council's base budget.

During the discussion, concerns were raised about the specific protection offered to women and girls from honour-based abuse and female genital mutilation (FGM), as well as protection from organised gangs. Officers clarified that the service is designed to support all victims regardless of their background and that safeguarding concerns, including FGM, would be addressed through existing channels such as sexual health services. The Equality Impact Assessments for both KIFDAS and SAFER highlighted a commitment to ensuring services are accessible and responsive to the diverse needs of all protected groups, including those from ethnic minority communities, individuals with disabilities, and those for whom English is an additional language.

Performance Dashboard for Chief Executive's and Deputy Chief Executive's Departments

The committee received an update on the performance of the Chief Executive's Department and the Deputy Chief Executive's Department. Of the 33 Key Performance Indicators (KPIs) reported, 24 were rated green, indicating they met or exceeded their targets. Three KPIs were rated amber, and five were rated red.

The red-rated KPIs included:

• Percentage of sundry debt due to KCC under 6 months old: This was attributed to ongoing negotiations with the Health Authority regarding services provided under the Pathway 1 Hospital Discharge contract.
• Council and Committee papers published at least five days before meetings: This was due to one specific scrutiny committee meeting being convened at short notice to address the Kent Travel Saver scheme.
• Freedom of Information Act requests completed within 20 working days: This was impacted by a high volume and complexity of requests, as well as resource constraints in operational units.
• Subject Access Requests (SARs) completed within statutory timescales: Similar to FOI requests, this was affected by high volumes, complexity, and resource limitations, particularly within Children, Young People and Education services.
• Complaints responded to in timescale: This KPI was particularly challenging in Adult Social Care and Children, Young People and Education services, with ongoing efforts to address backlogs and improve response times.

Discussions highlighted the ongoing efforts to recover outstanding debt, particularly from the Health Authority, and the challenges faced in meeting statutory deadlines for information requests due to high demand and resource pressures. The committee was assured that steps were being taken to improve performance in these areas, including exploring technological solutions and organising further briefings for members.

Asset Management Strategy 2024-2030: September 2026 Revision and Key Achievements for 2025/26

The committee noted the updates made to the Asset Management Strategy (AMS) 2024-2030 and key achievements from 2025/26. The strategy has been revised to align with the council's updated strategic direction, particularly the Reforming Kent statement, with a renewed focus on energy efficiency rather than a strict Net Zero 2030 target. This shift aims to improve environmental performance and reduce operating costs.

Key achievements in 2025/26 included:

• Generating £27 million through capital receipts.
• Achieving £250,000 in revenue savings from the disposal programme.
• Collecting £5.8 million in rental income, a 5% increase from the previous year.
• Delivering 20 significant roof replacement projects and 3 major extension and new-build projects.
• Rationalising the property portfolio, with 16 assets identified for disposal following options appraisals.
• Delivering four co-locations, releasing 13 other sites.

During the discussion, members raised questions about the installation of solar panels on replaced roofs, the potential for asset transfers to local or parish councils, and the impact of budget cuts on maintenance. Officers confirmed that assessments for solar panel suitability are made during roof replacements, and that the council is open to suggestions regarding asset transfers. The revised AMS aims to ensure assets are fit for purpose, financially sustainable, and adaptable to change, with a focus on value for money, proactive maintenance, and efficient utilisation.

Work Programme

The committee noted the work programme for future meetings. A discussion ensued regarding the inclusion of the Oracle Cloud Programme outcome on the work programme, with agreement that it would be discussed at the agenda setting meeting and that a report would be coming back to Governance and Audit. The committee agreed that Policy and Resources was the most appropriate committee for discussing cost overruns due to its cross-cutting nature.